Every company has its own story, culture, and values. The big question is: do you integrate them into your lead generation strategies? Ben Baker's guests are Adam Kolozetti and Katelyn Bullock, the founders of Enta Solutions. Adam and Katelyn explain how you can reinforce your lead generation strategies simply by sharing your story. Here's the thing: the way you share your story should reflect your company's culture. Tune in for more!
I’ve got Adam and Katelyn coming to you from Calgary, Alberta, Canada, and ENTA Solutions. We’re going to be talking about the franchise community and how to create an effective lead system. Adam and Katelyn, welcome to the show.
Thanks so much for having us, Ben.
It is exciting to have you here. I love working with you. We’ve had some great conversations before the show. I want to let the audience have a chance to understand about you. Where did you come from? Who are you, guys? What brought you to this place in time?
We’re both engineers by trade.
Are you recovering engineers or still engineers?
Recovering. I always say I’m the worst engineer in the world because I like people way more than I like drawings. We met in an audit working for a big engineering firm.If we don't have a resolution that we're both on board with, we don't move forward yet. Click To Tweet
I audited him.
I hope you made his life a little bit difficult, did you?
He was only there for a month. That’s why I picked his case. I wanted to see how well the onboarding process is working. I was like, “This guy is new. Let me grab him into the audit.” Background in military defense, he knew the process inside and out. Whether he knew the right answers or knew what the right answer should be. That was the first conversation of many more on the process, people, and companies. One day, we said, “We should do this.” We walked down to the Register’s Office and made the company.
Some people go into the Register’s Office that they get married. You guys formed a company together.
Sometimes, it’s much work as a marriage.
You get the 51% of this. Is that what you’re saying, Katelyn?
We are 50/50. If you’ve talked to some lawyers, they’ll tell you no, but in our opinion, this is your partnership. If we don’t have a resolution that we’re both on board with, we don’t move forward yet. It means that we’re out of the box thinking, we collaborate, and we work to the best solution possible.
It’s been a journey. We had a lot of success out of the gates, working with companies doing engagement programs, and process optimization, but COVID came along, which threw our world for a leap, which I can do now because it’s going to be an interesting story.
Before we get there, let’s talk about what was the impetus? What was the a-ha moment after you guys met and had a series of conversations? What was the a-ha moment that says, “This is the problem that we see out there, this is what we can solve together, and this is why we need to have a more perfect union, go down to the Register’s Office, and walk out with this partnership?”
Funny enough, we were working on a project. It was one of those projects where everything went wrong. Personnel changes and issues with subcontractors. We finally got everything going well. We’re like, “We’ve got this.” We’ve got this in hand, and then the project manager walked out of his office. He was like, “What is this sheet?” We’re like, “Now, what?” He said that the contractors cleared the football field of trees in the wrong area.
They cut to the left when they should’ve cut to the right. Is that what you’re trying to tell me?
The PM says to me I was the quality lead on the project and, “You figure out what happened. Figured out why.” I did all this investigation and figured it out. The processes and tools were there. The people knew about them. They were trained on them. It was a matter of they didn’t understand why the process step was important. They skipped it, thinking they were doing the right thing to get an updated drawing out to the client and the contractor faster because they needed a fast turnaround. “We need to make this change quickly and go.”
They skipped, revising up the drawing, and not understanding the risk behind it. When we realized that you could have all these things, process, tools, and people but if they don’t work together in this nice little center place where everybody understands why, you’re missing the operational sweet spot. That was this a-ha moment for us that it’s not the process, tools, and people alone. You’ve got to integrate them and bring culture into it. You’ve got to understand people.
That’s an interesting point because there are many people that are focused either on process or people. You’re either a process person or you’re a people person. The world doesn’t work that way. There isn’t a wall between process and people. We all are ruled by the combination thereof of how do we communicate? How do we respond to others? How do we listen to each other? How do we make sure that the actual process is being understood in an effective way? A whole grove of trees does not get caught in the wrong area. I can’t even imagine the ramifications of 1,000, 10,000 trees, or whatever it is being cut down in the wrong area.
Shortly after that, one of our first big breaks was with a big company here in Calgary. The two of us got invited to the table. It’s like a game face-on. They invited us up to whatever floor. We’re riding the elevator. We go in there, there are other consultants working on stuff, and working with the new guys.
Those consultants have their own buildings.
They have a building with their name on it.
We feel a little bit over our heads, but you fake it until you make it. The guy that hired us. He pulls us aside and said, “I wanted to give you guys a chance because I’ve got this document. Can you review it and tell me what you think?” He gives us this twenty-page process document and we read through it. It’s correct. It’s compliant. It’s absolutely everything you need, plus the kitchen sink. We are like, “Who’s going to read this? It’s twenty pages.” It won’t work. It doesn’t feel like it’s going to work. “What do we do? That is our reply.” It doesn’t feel right.
We are like, “We’ve got to trust our guts here.” We give it back to the person, and we’re like, “It’s perfect, but it doesn’t fit your guys’ culture. We don’t think anyone will read it, and we don’t think it will work.” He had this a-ha moment. He’s like, “Thank you. It’s been bugging me. We spent tens of thousands of dollars on this, and I was stuck in.” That was like a powerful moment for us. We’re like, “We’ve got something here.” Katelyn wrote a new one in a couple of days.
It was much more interactive. It’s a process. That stuff can be dry.
It’s procedural, process-based, cut and dry. You got to go from A, B, C, D, to E. The people are going to ask you why, and that’s what’s missing from a lot of process-type of documents. It’s the justification of, “Why should I, as an individual person, be reading this care? What does this mean to me? How does this help me do my job better? How is this going to help me from making mistakes?” It’s amazing how many people create these documents. It’s like watching paint dry reading these things. If it is like making paint dry, no one is going to read it.
There’s always boring stuff that has to go in. There are legal requirements that we’ve got to follow but we can draw pictures or play with the font. We can do things. We can take the company values and integrate them in there. Why? “It’s because our company value is creativity. This is why we do it this way.”
You get these companies whose culture is like, “We’re all about flexibility, innovation, or entrepreneurship.” They have these words up on the wall. “These are our values.” They’ve got a 30-page document that says, “You must do this.” That doesn’t allow for flexibility, creativity, or innovation. That’s not your culture. If you haven’t taken those words off the wall and translate them into your actual operation, don’t bother putting them on the wall.
I’m guilty. I have been the person for years that have gone into those rooms, got into those executive boardroom, or taking people to retreat and created those mission, vision, and value documents. What I’ve realized over the years is nobody cares about them, to them, reads them, can remember them, and lives them. Until we can be a living document that people sit there, “I get it. Here’s the story behind the culture. Here are the story and the part of the purpose.” Be able to integrate the who, what, where, when, and how into your purpose and process documents. Therefore, it has a life of its own. People aren’t going to understand the why behind the what. It’s the why that allows people to follow the procedure a lot easier and make it far more compliant.
You nailed it when you said like, “We all do these workshops and help people discover their mission, vision, values.” That’s great, but that’s not the hard part. A lot of the leaders leave that workshop, and they’re like, “Mission done.” No. That’s when the mission and the journey start. You’ve begun at that point. You’ve got to now translate that into your behaviors, into your processes. That’s when it has power. It can be powerful. That’s what you do with it.You have to translate your mission and vision values into your behavior. Click To Tweet
Lots of times, we see businesses and we’ll treat this as, “Can you do a marketing video?” “Yes, sure.” “Now I’ve got this video. I send it out to employees. I did the workshop. I’m done.” That’s the tricky part about culture. It’s a thousand cuts. It’s a thousand little things. It’s the, “What’s going on in the kitchen, the poster on the wall, and email reminders?” It’s cascading messages from different platforms at different times. Whether it’s an internal newsletter, internal podcast, something on social media, or funny hat day, it’s the ongoing constant reinforcement of a single idea. The video is great. It helps. It’s a good start, but it’s got to be way more than that.
It’s tested when there are hard decisions. In hard decisions, it’s how your leaders behave when those hard situations come up that reinforces culture a hundred times over. If your leadership team isn’t making decisions and promoting the culture in the way they interact with their staff, it’s not going to translate because it’s talking out of one side of your mouth and doing something on the other side.
Let’s pivot this a little bit because I want to make sure that we bring this back to the franchise community because that’s the community where we’re talking to. We need to be able to look at this thing. Let’s talk about what did you learn through COVID and how does that enables the franchise community to be better? The lessons that you guys learned during COVID are extremely applicable to how we can continue the conversation with the franchise community and be able to give them insights in terms of lead generation.
We were like any other small business owner or franchisee owner where COVID hit, and everything changed. We freaked out for about two weeks because we did that scary calculation, like, “How long are we going to last?”
The phones started ringing within a week of the quarantine like, “Sorry. We’re putting you on hold. Sorry, canceling.”
Ninety percent of our stuff got canceled. We were like, “What do we do?” We freaked out for about two weeks.
We all did. I don’t think you were any different from anybody else out there.
Adam and I had a conversation where we said, “We could try to weigh this out, or we could lean into the digital world, figure it out, and learn new software.” We took some courses. We studied everything we could. We did a bunch of research, and we started.
We’d been dabbling before, but this was all-in. That was probably the hardest thing, like Katelyn said, “Just to start.” It was like, “On LinkedIn, let’s look at our profile pages and how we can make them better. Let’s create a company page.” I go, “What now?” It’s like, “Post something.” “What are we going to say? I don’t know.” One of the best pieces of advice we got in our 2 or 3 months of learning was recording things is far easier and far more interesting than creating things. Katelyn and I are like, “Here we are. We’re trying this digital media thing out. We’re terrified and totally screwed, but we’re going to give it a go.” It’s something very genuine like that. People react to it, people follow the people, commented people, ask questions, and then we’d follow it up with our musings.
It’s good to have the curated stuff too, but it was this journey of discovering our voice. The great thing about starting digital marketing and social media is that no one’s following you and you’re bad at it.
It’s like the first five episodes of a podcast where you’re speaking into a mic, and nobody’s listening.
That’s okay because you’re discovering your voice, and you’re getting the confidence. It does take confidence and practice to get that going. We started doing this. We learned for three months, and then we jumped in. It was powerful. It transformed our business. It took us from, “Are we going to survive,” to, “We need to ramp up.”
This is how you and I met. We met through social media. A lot of it came down to me sitting there going, “What these two people are doing online is interesting. It’s speaking to me. It’s telling an effective story. It’s allowing people that they care about or wish to influence to get a little bit of a history of who they are. Not only as a company but as human beings.” That was an interesting way of you guys doing it. I’ve watched The Journey over 2020. As you said, when you first started out, it may not be pretty, but that’s okay because you’re starting, you have a small following, and you’re learning. It’s like training wheels.
Sooner or later, the training wheels come off. All of a sudden, you’re riding the street on your own, and you’re going faster and faster because you’re more confident. The things that you guys have learned through that by taking yourself through a journey enables you to be able to sit there and say, “This has worked. This hasn’t worked. These are things that are different. This is how we can help each other.” What are some things that you think are insights that have come out of this that can help the franchise community be better at digital marketing and not be so scared to start?
There are few things. First, just start. That’s the biggest thing. Our most trending videos are ones that we filmed pre-COVID. People seeing our stuff, going back, and binge-watching stuff. What we did is we said, “We’ve met a bunch of other consultants and professionals. Let’s get them all together. Let’s come up with a topic.” The topic was working during COVID and the shift to working from home. We made a post like, “I’ll post, and then you post. Let’s all agree to like, share, and comment on our stuff.” We wanted to see if we could organically amplify each other’s impressions and comments without paying for an ad. It worked way better than we thought.
Five times the amount of viewers, impressions, and engagement. One of our guys was brand new. He had never posted before. We walked them through it and taught them how to do that and ten times for him. He went from a couple of views on one of his very first posts to hundreds and hundreds of views. That was his very first time getting out there. What was important is this community of people who are going on the journey with you, so you’re not so scared. That’s okay. Especially in the franchise community, there’s a lot of people on your journey. What a network of people who can walk this journey with you, help you, and collaborate with you. There’s a ton of power in that.
The neat thing is that you not only have the franchise over, who’s got a social media following, but do you have the franchisees that each have their own social media following, and then you have employees of the franchisee that each have their own social media following. If you can work together in concert and you can allow everybody to have a voice and be able to amplify each other’s voices, all of a sudden, the entire system becomes much larger because as a franchisor, “I’ve got one voice. I’ve had one social media platform. I’ve got my 2,000, 5,000, 10,000, 50,000 followers.” If you have 32 franchisees, you’re all of a sudden amplifying it again. If you can amplify the voices of the individual workers, all of a sudden, you’re getting hundreds of thousands, if not millions of impressions due to their networks that you’re getting all for free.
There’s such power in storytelling. We have this conversation, and people are like, “I don’t do social media. I’m worried about making the content or videos perfect.” There are stories like it’s not just a marketing person on social media. There’s a story in that person, whether you’re doing cleaning or construction or whatever, “What happened? What did you do that was epic?” Let’s tell that story and let everybody share it. This then comes all the way back to the cultural piece we talked about, like, “How are you propagating and living those values every day?” That’s what people find interesting. Those real-life problems and how you’re solving them because people have similar problems. They want to see successes and other people succeeding. That’s interesting.
We hear this old school like, “If things are going to go back to normal, I like to go take people out for coffee, have a handshake, and a conversation.” Most people prefer to meet face-to-face, and that’s okay, but I don’t think the digital marketing world is going away anytime soon. Those who have been able to pivot have been able to expand their reach, have been able to collaborate with people they never thought they would have met before. They wouldn’t have walked out on the street and never met them at a café. They’re outside of either geographical location or maybe their industry. It’s been super powerful to be able to lift the borders up.
First of all, anybody who thinks we’re going back to the way things were is kidding themselves. The world has changed. COVID has changed the world. For some companies, it’s small changes, and in some companies, it’s large changes, but the world has changed, therefore the way we communicate change, engage change, interact change. The other thing I love that you guys said is storytelling because you’re right. It’s not just the story itself.
It’s the lessons that are learned through the story and enabling other people to retell your story become champions of your brand because they understand not only the success, but the challenges you went through in order to get there, how you overcame them, what the lessons are you learned from them, and how you move forward beyond them? It is amazing to me how you can take stories and be able to make them far more impactful. When you’re working with your clients or you’re helping them, how do you help them tell a story? What are the things that you use to be able to let people know, first of all, what their story is? Second of all, how to be able to communicate it effectively through social media?
We’ve got better at that discovering other people’s stories. We start by asking them some very candid questions. A lot of times, they skim over the powerful story. We go, “Tell me more about that. Talk to me about this.” It’s funny because they don’t even realize that’s their transformational story until we sit with them, go through it, and say, “That was powerful. You were this person. This is the journey you were on. You’re now what you’ve accomplished here.” That’s your story. That’s your power. They go, “I guess so.” A lot of times, they haven’t taken the time to understand their own journey and the transformation that they’ve gone through. It is honestly like a conversation where we talk about these things, but we set the stage and allow each other to get a bit real. “Tell me more about that. I want to talk about that. How did that make you feel?” Many people skim over how they feel.
We found some interesting questions, for example, the name, “How did you pick that name for your business?” If you’re a franchisor, “Why this franchise? Why not that franchise? What was it about this one? What’s epic about your business and what you do?” The questions like these are a little bit different. We have these conversations, and it’s amazing what comes out. Sometimes the conversations are long. Their stuff starts coming out at but it’s cool because we love to see other people’s passions, and we learn as well every time if someone talks or tells us about our cool idea they had implemented that worked. We’re like, “That was a good one.”
One of my favorite parts is hearing people’s stories. They’re amazing. If you go on a journey with somebody, you learn the lesson that they learned versus them just telling you what’s what like, “Here are ten tips for social media,” versus, “Here’s the story. We tried this, that, and the other thing. We watched to see what people liked. We tried to do more of that and less of the other thing.” That’s the journey.Recording things is far easier and far more interesting than creating things. Click To Tweet
We’ve been telling stories since the days of the caveman. Since the time of the COVID, we have been an oral society. The reason oral stories work is because, people not only listen to them, they internalize them. They can recall and retell them in their own words. It’s the recalling and retelling of the story that makes the story better. It allows for the myth and the journey to be perpetuated. That’s what we do in terms of doing the Podcast Host For Hire is that we work with companies and allow them to tell their story through a variety of different people. We’ll interview everything from the CEO to the franchise owners, to franchisees, to individual people that work for the franchise and find out what is the different things that parts of the story to be able to bring it all together in a calculation and a catalog over a year.
Not only that, because you’re using a podcast format, you have a transcript of every show that marketing can use. You can create audiograms, small videos, social media posts. You could create everything through that 30 or 40-minute interview. There’s an enormous amount of small material that can be cut up every share through your franchisees and also through their members to be able to perpetuate the story. Being able to tell a story effectively, first of all, understanding what the story is, and then sit there going, “Let me help you tell it.” It is a powerful thing that you are doing because most people don’t understand what their story truly is or why other people should care about it. What is the secret sauce? When you’re working with a brand new client, what are the things if you want to start with right away to enable them to understand the real magic that they have in front of them?
It’s people in culture. This is always the first step. It knows who you are, your why, and involving. We deal with leadership mostly, but we always want to involve everybody else. Depending on how many, there are ways to do that but you want everyone else excited about this thing too. You don’t want to just announce to everyone that, “Our values are now creativity, innovation, and accountability.” You want everyone to work together, be excited about that, and define it for which you are. We challenged them to say, “You pick creativity. Tell me a story about you, your business, and people here that emphasizes how you were creative and how you made a difference of being creative.” That’s an interesting exercise because sometimes, they’re like, “This boom. They got it.” Other times, they start talking and they realize that creativity is not the word. There’s a different one and that is there why.
It’s the synonyms that could make all the difference. “Are you resilient or do you believe in resilience?” It might sound the same but it’s not exactly the same.
That’s where we push them like, “Tell us every story. Who builds your podcasts?” Now you can start to see. You’ve got your culture, storytelling, and your process. Now you can start hearing people’s ideas, people’s stories about how they made something better, and you can sprinkle in some process work and some tools. Maybe that might help.
We have this one client. They had implemented software. This software tracked all of the speedings on the trucks. It was like GPS interactive software. They were getting these reports on who was speeding, how hard somebody was driving, and how much idle time and fuel consumption. We were talking to them about their culture, who they are, and the team dynamic. I said, “What are you doing with those reports?” They were like, “Why are you in on this? What do you care about this report for?” I said, “You eliminated almost 30% of your fuel consumption from 2020 by measuring this.” That’s a powerful story. That’s marketing. Tell that. Be proud of that. That’s a huge accomplishment. It wasn’t just about the fact that it also saved them money. That’s great too, but you’re also doing the right thing. They were able to create a culture of safety because people were not speeding both for the public as well as their own employees. That’s a beautiful story. Relate back to that because you care about your people. Now, they understood how tools, a process, and the culture all linked in.
It’s not just Big Brother putting a device on my car that says, “You went 65 kilometers an hour or 34 miles an hour. You are overspeeding. Therefore, you’re going to get a fine because of that internally within the company.” You’re sitting there going, “If we can keep to the speed limits, we can save 15% of fuel. Not only that, we’ve found by doing this, this may be fewer the wrecks and accidents within the company. The percentage of you going home to your family is a lot better.” That’s a story.
People in an example like this might be like, “Why are you watching me? I’m not impressed.” If you have that why, you can explain why you’re doing it, and then see how you’re succeeding, then when someone is speeding, it’s not just you disciplining. It’s you saying, “You’re not living these values here. Are you a part of this or not?” It’s a very different conversation than the boss coming and give you a slap on the wrist for speeding.
That’s the Big Brother part of it. That’s where the culture and the leadership behaviors break down. If you launch this program and say, “We’re doing this because we want you to go home safe. We believe in the environment,” but then you turn around and like, “You’re speeding and it is costing us money as a reprimand for when somebody does.” You haven’t, as a leader, brought those reasons why with you. If you turn around and say, “We saw that you went over the speed limit with the system and we want to make sure you’re safe. We care about you and you getting home to your family. What we do is important, but nothing is more important than putting your life at risk.” As an employee, how would you feel different? “Now I’m bought in. This is the why and I believe it because my leader is telling me over and over again.”
Not only that, but they’re also going to tell everybody else in the company. All of a sudden, instead of, “I got yelled at because my car was going too fast,” they realized that because of this, “They were concerned about my safety, me going home to my family, and me as an individual.” Which employee is going to work harder for you? The one that’s been yelled at and reprimanded or the one who was told, “If you had done this, we’re all going to be safer and be able to go home to our families?” It creates a different mentality. Those people are going to work a lot harder for you and become far better advocates for your brand.
I want to get back to the genesis story. I want to reach this quickly because it is important for companies to understand what the genesis of their brand is and make sure that every single employee, every franchisee, and every people work from the franchise understands the genesis of the organization. The important thing in terms of creating lead generation is that you’ll be able to sit there and say, “I understand and I’m telling the genesis of the story. That’s going to help us get better leads.” I want you to tie all that together.
When you’re talking about lead generation in digital or online, you are starting to interact with people that you’ve never even ever met. It’s important that that message comes through powerfully. We all get spammed on LinkedIn or email where it’s like, “We’re selling this, that, or the other thing. Click here to buy.” What did you notice when we talked about our story about the trees? You felt probably upset about the trees and, “This is wrong. We should have done better.” That’s what we wanted you to feel. We wanted you to understand how we felt and have the same epiphany that we did, that there is a better way, and that’s amazing. Maybe ask us more about that like in this example then.
If your people understand your why, if you’ve done that work and your culture is strong, then that story becomes way easier to communicate. If you’re going on digital media and on the corporate page that says, “We implemented this cool, safety software. It tracks this.” Who cares? Even if there’s a video or a cool picture but if that employee or that franchiser goes out and says, “I got a call from my supervisor or from the administration. They talked to me about this.” All of a sudden, that’s powerful. People will listen to that. In this world of noise and many messages online to cut through that, that’s where you need to be genuine, care, and show people that you care and be vulnerable. That’s the toughest thing. The stuff that gets us the most views, most comments, and clients ask us about, it’s the stuff where we’ve been going on-air and been like, “We’re scared for our business. This is what we’re doing. This is what we’re going to try.”
“We’re jumping off the cliff, but come with us.”
It’s not just about the owner and their network, but everybody who’s connected to them in their network. It’s the power of numbers. If you have these amazing stories at every level of your company tying back in, that is reach in marketing. How many times would you hire somebody from clicking on an ad versus, “My buddy, Ben, who I trust says this guy is great.”
That’s a powerful thing. The more people you can go out there, having them tell that story for you and say, “You got to deal with Katelyn and Adam. They’re awesome. They do a phenomenal job. I trust them with my soul. They’ve done this phenomenal job for me.” That’s worth 100,000 ads and it cost you nothing other than the fact that you took care of your customers.
The cool thing about a franchise or a company when I think about that. If you’re a small business and it’s just you. You’re building up that network from scratch online with people you know, and it worked. With our franchiser community, you have the network. It’s already there. You guys share the name and policies. You’re tapped into maybe a central administration. You’ve already got a head start. You haven’t thought about it in that way.
The power of it is to get connected with those people and support one another. One of the things that Adam and I always do is bring value to your network and give them value. Everybody has been this whole in business like tit for tat. You got to pay for that. This is commission-based. If you keep bringing value to your people, clients, and prospects over and over again, they’re going to turn around and want to work with you, want to hire you, and want to only do business with you because they feel like you’ve got their back the whole way.
When you leave a meeting, get in your car, and you drive away, what’s the one thing you want people to think about you when you’re not in the room?
When people ask us what we do, we say we specialize in perpetual epicness. That’s what we want people to think. The way it was presented, the story was told, the pictures were there, the way we listen and showed up, all of that, and we want people to be excited to feel good, to feel like maybe there were problems, things that were keeping them awake, or now going to go away.
That rounds off our journey. When we leaned into this digital marketing world, and we thought, “This is it. We’ve got many months to live, and we’re out. Let’s do this.” It turned around. It was so powerful. We were ramping up within six months. Our clients and people we had never met before reaching out and going, “What did you do? Will you share with us? Will you tell us what you’ve done?” We threw a live Q&A for everybody and said, “Come and talk to us about this journey and what we’ve done. We’ll tell you.” We told them exactly what we did. Out of that, they turned around and said, “Can you teach us?” We worked with them. We created a course. We took clients through this journey so that they could do it too. It was super powerful to take something that we were scared to do. It transformed our business but then being able to share that and transform somebody else’s business was huge. That was epic for us.
I love the fact that you’re passionate about what you do. You are out there trying to help everybody, and you have blended the process and people in a way that enables people to succeed. Thanks for being on the show. Thanks for being such wonderful guests, and thanks for everything you do.
Thank you, Ben.
Adam is an aerospace engineer by trade who fell in love with processes and people throughout his career in the defense, oil and gas, and construction industries. This led him to co-found Enta Solutions, whereas the “Culture Ninja” he now helps growing businesses achieve “Perpetual Epicness”. Adam is a husband and father of 3 kids and enjoys martial arts and ballroom dancing.
Katelyn Bullock hails from Port Dover, Ontario, and has her degree in Materials Engineering. Her love of quality systems and business solutions led her to co-found Enta Solutions, whereas the “Ideas Gardener” she inspires creative ways of helping growing businesses achieve their dreams in epic ways. Katelyn is also a published children’s author who takes inspiration from her husband and two kids.
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